工作设计与组织结构课件

工作設計與組織結構工作設計分析的理論模型工作特性模型及其應用影響組織效能的因素─McKinnsey7‘S傳統的組織原則組織結構組織部門化的設計部門溝通與協調機制常見的組織型態影響組織結構的因素工作設計與組織結構工作設計分析的理論模型ConceptualFrameworksforAnalyzingWorkTasksTaskAttributes/CharacteristicsTheories:Theoriesthatseektoidentifytaskcharacteristicsinjobs,howthesecharacteristicsarecombinedtoformdifferentjobs,andtheirrelationshiptoemployeemotivation,andperformance.JobCharacteristicsModelSocialInformationProcessingModelSource:Robbins,S.T.Organizationalbehavior(10thed.).NewJersey:PearsonEducationInc.,2003.TaskCharacteristics:VarietyAutonomyResponsibilityKnowledgeandskillRequiredsocialinteractionOptionalsocialinteractionConceptualFrameworksforAnal工作設計概念的演變工作設計概念的演變效果1.提高工作動機2.提升產品品質3.提升工作績效4.提高工作滿足5.降低缺席率和離職率工作的核心特性技能多樣性工作整體性工作重要性工作自主性工作回饋性Source:Hackman,J.R.,andOldham,G.R.Workredesign.Addison-WesleyPublishingCompany,Inc.,1980.海克曼工作特性模型

（Hackman,J.R.,andOldham,G.R.,1980）心理歷程覺得工作有意義產生責任感了解工作結果效果工作的核心特性Source:Hackman,J.RComputingaMotivatingPotentialScorePeoplewhoworkonjobswithhighcoredimensionsaregenerallymoremotivated,satisfied,andproductive.Jobdimensionsoperatethroughthepsychologicalstatesininfluencingpersonalandworkoutcomevariablesratherthaninfluencingthemdirectly.Source:Robbins,S.T.Organizationalbehavior(10thed.).NewJersey:PearsonEducationInc.,2003.ComputingaMotivatingPotentiWorkSpaceDesignFengShui(風水)Designingworksurroundingssothe“Chi”orlifeforceofthespaceisinharmonyandbalancewithnature.WorkspaceDesignandProductivityWorkspacesalonedon’tprovidesubstantialmotivation.Workspacesmakeiteasierforemployeestoperformbehaviorsthatmakethemmoreeffective.“Cognitiveergonomics”:matchingtheofficetothebrainwork.Source:Robbins,S.T.Organizationalbehavior(10thed.).NewJersey:PearsonEducationInc.,2003.WorkSpaceDesignFengShui(風水)遠景、企業文化、價值觀技術管理風格策略組織結構管理制度組織效能人員與技能影響組織效能之因素環境遠景、技術管理風格策略組織結構管理制度組織效能人員與技能影響WhatIsOrganizationalStructure?OrganizationalStructure:Howjobtasksareformallydivided,grouped,andcoordinated.KeyElements:WorkspecializationDepartmentalizationChainofcommandSpanofcontrolCentralizationanddecentralizationFormalizationSource:Robbins,S.T.Organizationalbehavior(10thed.).NewJersey:PearsonEducationInc.,2003.WhatIsOrganizationalStructuKeyDesignQuestionsandAnswersforDesigningtheProperOrganizationStructureSource:Robbins,S.T.Organizationalbehavior(10thed.).NewJersey:PearsonEducationInc.,2003.KeyDesignQuestionsandAnsweDimensionsofOrganizationStructureandDesignWhenmanagerscreateanorganizationstructure,theyconsiderseveralbasicdimensionsoforganizationdesign,including:ChainofcommandLineandstaffpositionsSpanofcontrolCentralizationanddecentralizationFormalization.DimensionsofOrganizationStr控制幅度(SpanofControl)SpanofControl:Thenumberofsubordinatesamanagercanefficientlyandeffectivelydirect.Thespanofcontrollargelydetermineshowmanymanagementlevelsandmanagersanorganizationhas.Concept:Widerspansofmanagementincreaseorganizationalefficiency.NarrowSpanDrawbacks:Expenseofadditionallayersofmanagement.Increasedcomplexityofverticalcommunication.Encouragementofoverlytightsupervisionanddiscouragementofemployeeautonomy.Source:Robbins,S.T.Organizationalbehavior(10thed.).NewJersey:PearsonEducationInc.,2003.控制幅度(SpanofControl)SpanofWorkSpecializationWithtoomuchworkspecialization,employeesareisolatedanddoonlyasingle,tiny,boringjob,whichcanleadto:FatigueStressLowerproductivityIncreasedabsenteeismHigherturnover.Source:Daft.R.L.,&Noe,R.A.Organizationalbehavior.HarcourtCollegePublishers,2001.

WorkSpecializationWithtoomuDepartmentalizationDepartmentalization–Theprocessbywhichjobsaregroupedintodepartmentsanddepartmentsintothetotalorganization.Therearefiveapproachestostructuraldesignthatreflectdifferentusesofthechainofcommandindepartmentalization.FunctionalDivisionalMatrixHorizontalgroupingNetworksSource:Daft.R.L.,&Noe,R.A.Organizationalbehavior.HarcourtCollegePublishers,2001.

DepartmentalizationDepartmentaCoordinationMechanismsWidelyusedmechanismsforhorizontallinkageinclude:Cross-functionalinformationsystemsDirectcontactbetweenmanagersoremployeesindifferentdepartmentsTaskforcesProjectmanagersTeamsSource:Daft.R.L.,&Noe,R.A.Organizationalbehavior.HarcourtCollegePublishers,2001.

CoordinationMechanismsWidely直接監督（directsupervision）工作流程標準化（standardizationofworkprocess）產出的標準化（standardizationofoutput）技能的標準化（standardizationofskill）相互調適（mutualadjustment）五種協調機制直接監督（directsupervision）五種協一、直接的接觸（溝通）：由共同涉及問題的決策者做直接的接觸（溝通）。二、設立連絡者的角色：在兩部門之間建立連絡者的角色。三、成立臨時性的任務小組：聯合數個部門建立任務小組以解決問題。四、成立永久性的工作小組：以解決經常發生的問題。五、整合者的角色：設立專案委員會，由一專業幕僚（具有專家權力）來負責協調相關部門以做好決策。六、管理者的聯絡角色：由正式組織中各功能部門的管理者積極介入決策過程，並扮演溝通協調各有關部門的角色。如何增進組織橫向、平行單位間的工作關係一、直接的接觸（溝通）：由共同涉及問題的決策者做直接的接觸（1.監督幅度或控制幅度。低階層的控制幅度可稍多，高階層宜減少。2.組織的層級：組織層次不宜太多，減少組織層次為組織設計一原則。3.授權的原則：應儘量將工作之責任權限分散至實際執行者之手。4.權責一致。5.命令統一原則。6.執掌明確原則。7.程序、方法標準化之原則：對組織中的工作程序、方法應儘量予以標準化。8.報告系統明確原則。9.職位配置標準化之原則。10.名稱統一之原則：同類職位應用同類名稱，以資辨識。11.組織彈性之原則：組織為適應外界環境之變動，應具有適當彈性。彈性與組織型態固定，職位、程序、工作方法標準化間存在一些衝突與矛盾。傳統的組織原則─組織乃為管理之工具1.監督幅度或控制幅度。低階層的控制幅度可稍多，高階層宜減少常見的組織型態簡單結構官僚結構機械式vs.有機式組織矩陣式組織專案組織虛擬組織…常見的組織型態簡單結構OrganizationStructure:ItsDeterminantsandOutcomesSource:Robbins,S.T.Organizationalbehavior(10thed.).NewJersey:PearsonEducationInc.,2003.Implicitmodelsoforganizationalstructure:Perceptionsthatpeopleholdregardingstructuralvariablesformedbyobservingthingsaroundtheminanunscientificfashion.OrganizationStructure:ItsDe大型企業與中小企業的差異LARGEEconomiesofscaleGlobalreachVerticalhierarchyMechanisticComplexStablemarketOrganizationmenSMALLResponsiveFlexibleRegionalreachFlatstructureOrganicSimpleNichefindingEntrepreneurs大型企業與中小企業的差異LARGESMALLMechanisticVersusOrganicModelsSource:Robbins,S.T.Organizationalbehavior(10thed.).NewJersey:PearsonEducationInc.,2003.MechanisticVersusOrganicModVariablesThatDifferentiateBetween

MechanisticandOrganicSystemsHierarchyofauthorityCentralizationDivisionoflaborRulesProceduresImpersonalityChainofcommandUnityofcommandSpanofcontrolHellriegel,D.,Slocum,Jr.,J.W.,&Woodman,R.W.(2001)Organizationalbehavior.(9th.ed.)South-WesternCollegePublishing.

VariablesThatDifferentiateBThreeTypesofStrategySource:Robbins,S.T.Organizationalbehavior(10thed.).NewJersey:PearsonEducationInc.,2003.ThreeTypesofStrategySource:TheThreeDimensionalModeloftheEnvironmentComplexityVolatilityCapacitySource:Robbins,S.T.Organizationalbehavior(10thed.).NewJersey:PearsonEducationInc.,2003.TheThreeDimensionalModelof工作設計與組織結構工作設計分析的理論模型工作特性模型及其應用影響組織效能的因素─McKinnsey7‘S傳統的組織原則組織結構組織部門化的設計部門溝通與協調機制常見的組織型態影響組織結構的因素工作設計與組織結構工作設計分析的理論模型ConceptualFrameworksforAnalyzingWorkTasksTaskAttributes/CharacteristicsTheories:Theoriesthatseektoidentifytaskcharacteristicsinjobs,howthesecharacteristicsarecombinedtoformdifferentjobs,andtheirrelationshiptoemployeemotivation,andperformance.JobCharacteristicsModelSocialInformationProcessingModelSource:Robbins,S.T.Organizationalbehavior(10thed.).NewJersey:PearsonEducationInc.,2003.TaskCharacteristics:VarietyAutonomyResponsibilityKnowledgeandskillRequiredsocialinteractionOptionalsocialinteractionConceptualFrameworksforAnal工作設計概念的演變工作設計概念的演變效果1.提高工作動機2.提升產品品質3.提升工作績效4.提高工作滿足5.降低缺席率和離職率工作的核心特性技能多樣性工作整體性工作重要性工作自主性工作回饋性Source:Hackman,J.R.,andOldham,G.R.Workredesign.Addison-WesleyPublishingCompany,Inc.,1980.海克曼工作特性模型

（Hackman,J.R.,andOldham,G.R.,1980）心理歷程覺得工作有意義產生責任感了解工作結果效果工作的核心特性Source:Hackman,J.RComputingaMotivatingPotentialScorePeoplewhoworkonjobswithhighcoredimensionsaregenerallymoremotivated,satisfied,andproductive.Jobdimensionsoperatethroughthepsychologicalstatesininfluencingpersonalandworkoutcomevariablesratherthaninfluencingthemdirectly.Source:Robbins,S.T.Organizationalbehavior(10thed.).NewJersey:PearsonEducationInc.,2003.ComputingaMotivatingPotentiWorkSpaceDesignFengShui(風水)Designingworksurroundingssothe“Chi”orlifeforceofthespaceisinharmonyandbalancewithnature.WorkspaceDesignandProductivityWorkspacesalonedon’tprovidesubstantialmotivation.Workspacesmakeiteasierforemployeestoperformbehaviorsthatmakethemmoreeffective.“Cognitiveergonomics”:matchingtheofficetothebrainwork.Source:Robbins,S.T.Organizationalbehavior(10thed.).NewJersey:PearsonEducationInc.,2003.WorkSpaceDesignFengShui(風水)遠景、企業文化、價值觀技術管理風格策略組織結構管理制度組織效能人員與技能影響組織效能之因素環境遠景、技術管理風格策略組織結構管理制度組織效能人員與技能影響WhatIsOrganizationalStructure?OrganizationalStructure:Howjobtasksareformallydivided,grouped,andcoordinated.KeyElements:WorkspecializationDepartmentalizationChainofcommandSpanofcontrolCentralizationanddecentralizationFormalizationSource:Robbins,S.T.Organizationalbehavior(10thed.).NewJersey:PearsonEducationInc.,2003.WhatIsOrganizationalStructuKeyDesignQuestionsandAnswersforDesigningtheProperOrganizationStructureSource:Robbins,S.T.Organizationalbehavior(10thed.).NewJersey:PearsonEducationInc.,2003.KeyDesignQuestionsandAnsweDimensionsofOrganizationStructureandDesignWhenmanagerscreateanorganizationstructure,theyconsiderseveralbasicdimensionsoforganizationdesign,including:ChainofcommandLineandstaffpositionsSpanofcontrolCentralizationanddecentralizationFormalization.DimensionsofOrganizationStr控制幅度(SpanofControl)SpanofControl:Thenumberofsubordinatesamanagercanefficientlyandeffectivelydirect.Thespanofcontrollargelydetermineshowmanymanagementlevelsandmanagersanorganizationhas.Concept:Widerspansofmanagementincreaseorganizationalefficiency.NarrowSpanDrawbacks:Expenseofadditionallayersofmanagement.Increasedcomplexityofverticalcommunication.Encouragementofoverlytightsupervisionanddiscouragementofemployeeautonomy.Source:Robbins,S.T.Organizationalbehavior(10thed.).NewJersey:PearsonEducationInc.,2003.控制幅度(SpanofControl)SpanofWorkSpecializationWithtoomuchworkspecialization,employeesareisolatedanddoonlyasingle,tiny,boringjob,whichcanleadto:FatigueStressLowerproductivityIncreasedabsenteeismHigherturnover.Source:Daft.R.L.,&Noe,R.A.Organizationalbehavior.HarcourtCollegePublishers,2001.

WorkSpecializationWithtoomuDepartmentalizationDepartmentalization–Theprocessbywhichjobsaregroupedintodepartmentsanddepartmentsintothetotalorganization.Therearefiveapproachestostructuraldesignthatreflectdifferentusesofthechainofcommandindepartmentalization.FunctionalDivisionalMatrixHorizontalgroupingNetworksSource:Daft.R.L.,&Noe,R.A.Organizationalbehavior.HarcourtCollegePublishers,2001.

DepartmentalizationDepartmentaCoordinationMechanismsWidelyusedmechanismsforhorizontallinkageinclude:Cross-functionalinformationsystemsDirectcontactbetweenmanagersoremployeesindifferentdepartmentsTaskforcesProjectmanagersTeamsSource:Daft.R.L.,&Noe,R.A.Organizationalbehavior.HarcourtCollegePublishers,2001.

CoordinationMechanismsWidely直接監督（directsupervision）工作流程標準化（standardizationofworkprocess）產出的標準化（standardizationofoutput）技能的標準化（standardizationofskill）相互調適（mutualadjustment）五種協調機制直接監督（directsupervision）五種協一、直接的接觸（溝通）：由共同涉及問題的決策者做直接的接觸（溝通）。二、設立連絡者的角色：在兩部門之間建立連絡者的角色。三、成立臨時性的任務小組：聯合數個部門建立任務小組以解決問題。四、成立永久性的工作小組：以解決經常發生的問題。五、整合者的角色：設立專案委員會，由一專業幕僚（具有專家權力）來負責協調相關部門以做好決策。六、管理者的聯絡角色：由正式組織中各功能部門的管理者積極介入決策過程，並扮演溝通協調各有關部門的角色。如何增進組織橫向、平行單位間的工作關係一、直接的接觸（溝通）：由共同涉及問題的決策者做直接的接觸（1.監督幅度或控制幅度。低階層的控制幅度可稍多，高階層宜減少。2.組織的層級：組織層次不宜太多，減少組織層次為組織設計一原則。3.授權的原則：應儘量將工作之責任權限分散至實際執行者之手。4.權責一致。5.命令統一原則。6.執掌明確原則。7.程序、方法標準化之原則：對組織中的工作程序、方法應儘量予以標準化。8.報告系統明確原則。9.職位配置標準化之原則。10.名稱統一之原則：同類職位應用同類名稱，以資辨識。11.組織彈性之原則：組織為適應外界環境之變動，應具有適當彈性。彈性與組織型態固定，職位、程序、工作方法標準化間存在一些衝突與矛盾。傳統的組織原則─組織乃為管理之工具1.監督幅度或控制幅度。低階層的控制幅度可稍多，高階層宜減少常見的組織型態簡單結構官僚結構機械式vs.有機式組織矩陣式組織專案組織虛擬組織…常見的組織型態簡單結構OrganizationStructure:ItsDeterminantsandOutcomesSource:Robbins,S.T.